Maintenance Autonomous

Titan Industries limited, Watches division, Hosur Machine Maintenance

Quality Month-2009 Page 1 of 20

Plant Maintenance

Plant Maintenance is the health care of plant. The way preventive medicine has greatly improved health care for the human body; preventive maintenance has done the same for manufacturing plants. Failures and defects are the illness of equipment. To prevent such illness routine maintenance (cleaning, oiling, tightening, and inspection) must be implemented. All of us can and must protect the equipment we use ourselves by regular checkups. This is called Autonomous Maintenance in TPM terminology.

Total productive maintenance [TPM]

Manufacturing improvement methods, those increase production and reduce waste through continuous attention to the condition of machines and processes. TPM's main goal is to maximize equipment usefulness across its lifespan.

The TPM concept (Total Productive Maintenance) started in the fabrication and assembly industries in 1971and underwent numerous



subsequent changes. TPM is now rapidly spreading through a wide range of manufacturing industries, such as the steel making, mass manufacturing, chemical, food stuffs, and cement industries. TPM, a unique Japanese system of managerial expertise, was created in 1971, based on the PM (Preventive maintenance OR Productive maintenance) concept introduced from the United States in the year 1950.

Many production systems are human-machine systems. Dependence of production systems on an equipment increases as automation progresses. And hence the machine efficiency depends on the methods of manufacturing, usage and maintenance.





The aim of TPM is to maximize the production efficiency by:

1. Preventing the occurrence of stoppage losses due to failures

2. Eliminating the speed losses resulting from minor stoppages

3. Eliminating the defect losses caused by process defects

4. Improving the method of manufacturing

Basic Principles of Quality Maintenance

Make autonomous Maintenance a habit

Set standards for normal and abnormal

Strictly follow all standards and rules

Discover any equipment abnormalities that could cause defects

Immediately begin proper treatment for any abnormalities

Improve equipment conditions and train operators

5S

Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement.

Japanese Term English Translation Equivalent 'S' term

Seiri Organisation Sort

Seiton Tidiness Systematise

Seiso Cleaning Sweep

Seiketsu Standardisation Standardise

Shitsuke Discipline Self - Discipline



Maintenance Terms and Terminology

Availability

The percentage of time a machine is actually able to produce parts out of the total time that it should be able to produce. This number includes breakdowns, setups, and adjustments.

Basic condition

The expected good state of repair that equipment should possess in order to produce quality parts in a timely manner. Under TPM, operators are expected to maintain their machine's basic condition.

Breakdown maintenance

Maintenance performed on broken machines to restore them to working order.

Continuous improvement

Replacing ineffective practices, machines or manufacturing processes with effective ones; To achieve ongoing measurable gain. Organizations must constantly measure the effectiveness of processes and strive to meet more difficult objectives to satisfy customers.

Downtime

Downtime is the period of time when a machine or a factory is not operating and is not producing.

Overall equipment effectiveness

OEE; The percentage of equipment's availability, quality, and performance multiplied together.

Performance rate

The rate parts are produced divided by the machine capacity. This number includes the number of parts produced in a given time, reduced speeds, idling, and short-term stoppage for jams and other problems.



Periodic maintenance

Maintenance performed on a calendar basis.

Planned maintenance

Maintenance that is performed purposely and regularly in order to prevent a machine from deteriorating or breaking down.

Predictive maintenance

Maintenance performed based on the known and expected behavior, condition, and history of the machine.

Preventive maintenance

Maintenance performed while a machine is still in working order to keep it from breaking down. Preventive maintenance includes lubricating, tightening, and replacing worn parts.

Mean Time Between Failures (MTBF)

MTBF is a basic measure of reliability for repairable items. It can be described as the number of hours that pass before a component, assembly, or system fails. It is a commonly-used variable in reliability and maintainability analyses.

Mean Time To Failure (MTTF)

MTTF is a basic measure of reliability for non-repairable systems. It is the mean time expected until the first failure of a piece of equipment. MTTF is a statistical value and is meant to be the mean over a long period of time and large number of units. For constant failure rate systems, MTTF is the inverse of the failure rate.



Autonomous Maintenance

Maintenance that is performed by the person who runs the machine rather than the maintenance staff is Autonomous Maintenance. Autonomous maintenance includes tasks such as lubricating and tightening machine parts. As most of the Lean Manufacturing techniques and tools, autonomous maintenance is based on education and training. It is about raising awareness of the person on the knowledge and understanding the operation principles of their machines. We can perform following activities to maintain the equipment in productive condition.

Daily checks Lubrication Replacement of parts Repairs Precision checks Early detection of abnormal conditions



Three Skills

To practice autonomous maintenance, we must learn three skills. These skills enable us to predict and take necessary action to prevent failure and improve efficiency of machine.

1. Ability to determine and judge if operating conditions become abnormal

Ability to determine abnormality is one of the key skill we should posses. Without understanding the operation condition and abnormality, we cannot anticipate the behavior of machine and hence will fail to foresee the future failures.

2. Ability to preserve normal conditions

The next step, after identifying the abnormality, is to choose the correct action to prevent it. Every problem has many root causes and can be corrected in different ways. The person who runs the machine knows different aspects of machine (tangible and intangible) and therefore is the best man to know the influential parameters.

3. Respond quickly to abnormalities

After analyzing the abnormal condition and preparation of action plan, Execution must be done as soon as possible. Without this final step the first two steps doesn’t produce any result and the failure will be unavoidable. To prevent anticipated failure, action should be performed to correct abnormality and bring the machine back in normal condition.



7 steps of Autonomous Maintenance

1. Clean the machine.

2. Take measures to tackle the causes and the results of dust, oil and dirt.

3. Develop standards and procedures for cleaning and oiling.

4. Adequate training to be effective inspectors.

5. Set-up inspection lists that will enable production employees to keep the machines in optimum condition.

6. Develop standards and procedures to organize the workfloor (including safety, health, order and cleanness).

7. Implement a totally autonomous maintenance system.

Steps involved in each activity

1. Initial cleaning Major Activities

Thoroughly clean equipment and its surroundings

Remove all unnecessary materials

Write upcoming issues onto four lists

Equipment perspective

Expose hidden defects by removing contaminants

Restore defective areas in equipment

Identify sources of contamination

Human Perspective

Become familiar with group activity by way of easy tasks such as cleaning

Group leaders learn leadership



Look at and touch every corner of equipment to enhance its care and to promote curiosity and questions

Learn "Cleaning is inspection"

Manager Support

Lead by staying one step ahead, comprehending TPM through practice, and demonstrating with examples of mana-gers' models

Teach defects of equipment

Teach importance of cleaning, lubrication and tightening

Teach "Cleaning is inspection"

2. Countermeasures to sources of contamination Major Activities

Remedy sources of contamination

Prevent contaminants from irregular and undesirable dispersion

Improve difficult cleaning areas to reduce cleaning times


Prevent contaminants from generating and adhering to equip-ment in order to enhance reliability

Definitely maintain equipment cleanliness so as to improve maintainability

Human Perspective

Learn motion and working mechanism of machinery

Learn methods to improve equipment focused on sources of contamination

Encourage interest and desire to improve equipment



Feel pleasure and satisfaction with successful achievement of improvement

Manager Support

Teach motion and working mechanism of machinery

Teach where-where and why-why analyses to examine pro-blem

Assist in implementing ideas for improvement

Promptly respond to work orders



3. Cleaning and lubrication standards Major Activities

Conduct education for lubricating

Develop overall lubrication inspection

Establish lubrication control system

Set cleaning and lubrication standards


Correct difficult lubricating areas

Apply visual controls

Definitely maintain basic equipment conditions (cleaning, lu-bricating, tightening) to establish deterioration prevention system

Human perspective

Set rules by oneself and follow them

Know importance of following rules and autonomous supervi-sion

Encourage awareness of one's own roles and teamwork

Manager Support

Prepare lubrication control rules

Provide education and practice in terms of lubrication

Teach how to prepare cleaning and lubricating standards

Assist actual preparation of standards



4. Overall inspection

Major Activities

By each inspection category:

Conduct education and practice

Develop overall inspection

Remedy difficult inspection areas in equipment to reduce required time

Set tentative inspecting standards


Detect and remedy minute defects

Thoroughly apply visual controls

Improve difficult inspection areas

Maintain established equipment conditions by means of rou-tine inspection to improve reliability further

Human perspective

Learn structure, function and inspection methods of equ-ipment to master inspection skill

Master easy servicing procedures

Group leaders learn leadership through conducting roll-out education

Learn recording, summarization and analysis of inspection data

Manager Support

Prepare overall inspection schedule, check sheets, manuals, and other teaching materials

Promptly respond to work orders

Provide training for easy servicing

Teach how to improve difficult inspection areas by applying visual controls thoroughly

Teach inspection data handling



5. Autonomous Maintenance standards

Major Activities

Set autonomous maintenance standards and schedule to finalize activities focused on equipment

Faithfully conduct routine maintenance in accordance with standards

Move forward aiming at Zero Breakdowns

Equipment Perspective

Assess successful remedies achieved in other processes, and apply them to similar equipment

Totally review visual controls

Preserve equipment in highly reliable condition along with operability and maintainability

Realize an orderly shop floor

Human perspective

Understand equipment as a total system

Develop ability to detect signs of abnormalities to prevent breakdowns

Train knowledgeable operators

Establish autonomous supervision system conducted by PM group

Manager Support

Allocate inspection work

between autonomous and full-time maintenance

Teach basic maintenance skill and easy machine diagnosis

Teach examples of breakdown prevention

Teach particular function of each piece of equipment to understand equipment as a system



6. Organisation

Major activities

Prevent outflow of defective products to downstream proces-ses

Prevent manufacturing of defective products

Attain process quality assurance and move forward aiming at Zero Defects

Equipment Perspective

Assess process quality

Attain a reliable process to prevent outflow of quality defects

Assess quality conditions

Attain a highly reliable process to prevent manufacturing of quality defects.

Human perspective

Train knowledgeable operators on equipment and quality aiming at new type of engineering status

Attain autonomous supervision within each operator

Manager Support

Teach quality specifications, quality causes and quality re-sults along with their relationship

Teach the five criteria for ease of observation

Teach the five criteria for quality assurance

Address matters of quality with cooperation by all related departments



7. Autonomous maintenance

Major Activities

Maintain, improve and pass on current TPM levels

Calculate the Overall Equipment Effectiveness (O.E.E.)

Analysis of the failure of the equipment


Predict abnormalities to prevent breakdowns and quality de-fects prior to occurrence

Attain Zero Accidents, Zero Breakdowns

Move forward aiming at higher level of production technology

Human Perspective

The O.E.E. shows the week spots of the equipment

Firmly establish self-supervision to be able to develop factory's strategy by SGA groups themselves without mana-gers' detailed instruction

Detect and resolve arising problems by SGA groups themselves by way of short remedial program

Manager Support

Assisting with the calculation of the O.E.E.

Assist activities to maintain, improve and hand down current TPM status

Encourage further improvement of technical knowledge and skills

Move forward toward the second generation of TPM



KAIZEN

"Kai" means change, and "Zen" means good (for the better). Basically kaizen is for small improvements, but carried out on a continual basis and involve all people in the organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The principle behind is that "a very large number of small improvements are more effective in an organizational environment than a few improvements of large value. This pillar is aimed at reducing losses in the workplace that affect our efficiencies. By using a detailed and thorough procedure we eliminate losses in a systematic method using various Kaizen tools. These activities are not limited to production areas and can be implemented in administrative areas as well.

Kaizen Policy

1. Practice concepts of zero losses in every sphere of activity.

2. relentless pursuit to achieve cost reduction targets in all resources

3. Relentless pursuit to improve over all plant equipment effectiveness.

4. Extensive use of PM analysis as a tool for eliminating losses.

5. Focus of easy handling of operators.

Kaizen Target

Achieve and sustain zero loses with respect to minor stops, measurement and adjustments, defects and unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction.



Tools used in Kaizen

1. PM analysis

2. Why - Why analysis

3. Summary of losses

4. Kaizen register

5. Kaizen summary sheet.

The objective of TPM is maximization of equipment effectiveness. TPM aims at maximization of machine utilization and not merely machine availability maximization. As one of the pillars of TPM activities, Kaizen pursues efficient equipment, operator and material and energy utilization that is extremes of productivity and aims at achieving substantial effects. Kaizen activities try to thoroughly eliminate 16 major losses.



16 Major losses in an organisation

Loss Category

1. Failure losses - Breakdown loss 2. Setup / adjustment losses 3. Cutting blade loss 4. Start up loss 5. Minor stoppage / Idling loss. 6. Speed loss - operating at low speeds. 7. Defect / rework loss 8. Scheduled downtime loss

Losses that impede equipment efficiency

9. Management loss 10. Operating motion loss 11. Line organization loss 12. Logistic loss

Loses that impede human work efficiency



13. Measurement and adjustment loss

14. Energy loss 15. Die, jig and tool breakage loss 16. Yield loss.

Loses that impede effective use of production resources

Classification of losses

Aspect Sporadic Loss Chronic Loss

Causation Causes for this failure can be easily traced. Cause-effect relationship is simple to trace.

This loss cannot be easily identified and solved. Even if various counter measures are applied

Remedy Easy to establish a remedial measure

This type of losses are caused because of hidden defects in machine, equipment and methods.

Impact / Loss A single loss can be costly A single cause is rare - a combination of causes trends to be a rule

Frequency of occurrence

The frequency of occurrence is low and occasional.

The frequency of loss is more.

Corrective action

Usually the line personnel in the production can attend to this problem.

Specialists in process engineering, quality assurance and maintenance people are required.

Entertainment & Humor

Maintenance Autonomous